PDP s Third Call for Proposals

Transcription

1 Training on How to write a Full Application for PDP s Third Call for Proposals Development of the Logical Framework - May/June Ministry of Housing Utilities and Urban Communities Page 1

2 Recommendations Logical Framework Matrix CFP3 Objectives & Indicators - Overall Objective - Specific Objectives - Expected Results - Activities - Indicators & Sources of verification - Assumptions & Risks Practical Exercise Impact & Monitoring Page 2

3 What is impact monitoring? Impacts are intended or unintended, positive or negative changes in a situation or in behaviour that occur as the direct or indirect consequence of an intervention Impact monitoring allows steering complex programme approaches, supports reporting requirements, builds the cornerstone for improving aid transparency & mutual accountability and is hence the basis for possible further funding Page 3

4 Impact Logic Overall objectives The broad and long term impact on the final beneficiaries your project is contributing to Specific objectives The development outcome(s) expected at the end of your project. It is the very concrete objective of your project Expected results (Outputs) Activities The direct measurable results (tangible products and services) of the project (completely under the projects management control) The tasks as which have to be undertaken in order to produce the expected results of the project and to contribute to the achievement of specific objectives Page 4

5 Impact monitoring of GB projects The impact of each project (that is receiving funding from the PDP Grant Scheme) on its respective target group and area is to be monitored through the Grant Beneficiaries own monitoring activity according to project indicators (logical framework) that indicate project performance. Page 5

6 Specific objectives of the 3 rd Call for Proposals Lot 1: Improved employability, income generation and employment services; Lot 2: Increased and Improved local health care services and overall health awareness of local community; Lot 3: Increased and Improved education services, especially for children, youth and people with special needs in educational services; Lot 4: Increased and Improved recreation opportunities for all residents and increased availability and utilisation of diversified community assets and services for youth; Lot 6: Enhanced solid waste management; Lot 7: Enhanced environmental conditions including climate change effects. Page 6

7 Lot Objective Indicators Lot 1: Relevant PDP Indicators for the 3 rd Call for Proposals Improved employability, income generation and employment services; 30% of those residents trained in employability and vocational skills a) state that they have better access to employment vacancies, b) improved income levels and/or c) have a job within six months after the trainings. Lot 2: Increased and Improved local health care services and overall health awareness of local community; 70% of the interviewees in the selected intervention area are satisfied with the improved local health care services Lot 3: Lot 4: Increased and Improved education services, especially for children, youth and people with special needs in educational services; Increased and Improved recreation opportunities for all residents and increased availability and utilisation of diversified community assets and services for youth Lot 6: Enhanced solid waste management Lot 7: Enhanced environmental conditions including climate change effects. 70% of the interviewees in the selected intervention area are satisfied with the improved educational services 70% of the interviewees in the selected intervention area are satisfied with the improved recreational services 70% of the interviewees in the selected intervention area are satisfied with the improved solid waste management services 70% of the interviewees in the selected intervention area are satisfied with the improved environmental conditions Small and medium scale measures (infrastructures and services), are being used by the inhabitants also one year after implementation. Increased availability and utilization of diversified community assets and services (educational, cultural, sports) for and by youth 30% of informal areas residents in the selected area confirm that their knowledge about environmental challenges has improved. Page 7

8 Relevant PDP Indicators for the 3 rd Call for Proposals Lot 1: Indicator: 30% of those residents trained in employability and vocational skills a) state that they have better access to employment vacancies, b) improved income levels and/or c) have a job within six months after the trainings. Baseline value: 0 Target value: 30% Sources of verifications: Monitoring Project documents, interviews with training participants, ex-post evaluations 6 months after trainings Page 8

9 Relevant PDP Indicators for the 3 rd Call for Proposals Lot 2-7: Indicator: 70% of the interviewees in the selected intervention area are satisfied with the improved services Baseline value: To be measured by the GB at the beginning of the project Target value: 70% Sources of verifications: Representative sample at the beginning and end of the project (Baseline and End of project surveys) Page 9

10 Relevant PDP Indicators for the 3 rd Call for Proposals Lot 2-7: Indicator: Small and medium scale measures (infrastructures and services), are being used by the inhabitants also one year after implementation. Baseline value: To be measured by the Grant Beneficiary at the beginning of the project Target value: X Number of planned measures Sources of verifications: Monitoring project documents, Ex-post evaluation (To be conducted by the PDP) Page 10

11 Relevant PDP Indicators for the 3 rd Call for Proposals Lot 3 & 4: Indicator: Increased availability and utilization of diversified community assets and services (educational, cultural, sports) for and by youth Baseline value: To be measured by the Grant Beneficiary at the beginning of the project Target value: X number of planned services % of increased utilization by youth Sources of verifications: Project documentation and monitoring sheets; Representative sample/baseline of youth offers at the beginning and end of project Page 11

12 Relevant PDP Indicators for the 3 rd Call for Proposals Lot 6 & 7: Indicator: 30% of informal areas residents in the selected area confirm that their knowledge about environmental challenges has improved. Baseline value: To be measured at the beginning of the project Target value: 30% Sources of verifications: Assessment at beginning and end of project on environmental knowledge (Baseline and end of project surveys) Page 12

13 Logical Framework Matrix The logical framework is the entry point for any analysis and assessment of a project. It ensures consistency in the planning process, and is a sound basis for the identification of objectives, activities, action plan, budget and procurement. The preparation of a logical framework is an iterative process, not just a linear set of steps. It might be recommendable to start drafting your logical framework and only then writing the full application. While writing the full application you should refer and cross check with the objectives, expected results, activities, indicators, baseline, targets, assumptions and risks as stated/defined in your logical framework and review both accordingly. Page 13

14 Logical Framework Matrix Even though the drafting of the logical framework takes time (and effort), a sound logical framework: a. facilitates the preparation of a clear and coherent project proposal, so it saves time later. b. facilitates and allows quick understanding of the essence of your project c. facilitates and allows sound monitoring and evaluation. Page 14

15 Activities Expected results Specific objectives Overall objectives Logical Framework Matrix Intervention logic Indicators Baseline The broader, long-term change which will stem from the project and a number of interventions by other partners. The direct effects of the project which will be obtained at medium term and which tend to focus on the changes in behaviour resulting from project The direct/tangible expected results that help in achieving the SOs (i.e. infrastructure, goods and services) delivered by the project. What are the key activities to be carried out, to produce the Expected Results? (Group the activities by result and number them as follows: Measure the long-term change to which the project contributes. To be presented disaggregated by sex. Measure the change in factors determining the Specific Objective (s). To be presented disaggregated by sex Measure the degree of delivery of the Expected Results. To be presented disaggregated by sex. Means: (incl. reference year) Current value Reference date The starting point or current The value of the value of each indicator (To be indicator at the drawn from the baseline that indicated date the GB will conduct at the beginning of the project). The starting point or current value of the indicators. Idem as above for the corresponding indicators. The value of the indicator at the indicated date Targets (incl. reference year) Ideally, to be drawn from the partner's strategy. The intended value and year of the indicators The value of the Idem as above for indicator at the the corresponding indicated date indicators. Sources and means of verification To be drawn from the partner's strategy. (Baseline Study tools and analysis conducted by the GB). Sources of information and methods used to collect and report on each indicator (including who and when/how frequently). Idem as above for the corresponding indicator. What are the means required to implement these activities, e. g. staff, equipment, training, studies, supplies, operational facilities, etc. Costs: What are the action costs? How are they classified? (Breakdown in the Budget for the Action) Page 15 Assumptions Factors outside the GB project management's control that may impact on the Specific Objective - Overall Objective linkage Factors outside the GB project management's control that may impact on the Expected Result- Specific Objective linkage. What preconditions must be met before the action starts? What conditions outside the GB s direct control have to be met for the implementation of the planned activities?

16 Logical Framework Matrix Overall objective Indicators of achievement Sources and means of verification Specific objectives Indicators of achievement Sources and means of verification Assumptions/Risks Expected results Indicators of achievement Sources and means of verification Assumptions/Risks Activities Means Costs Assumptions/Risks Page 16

17 Activities Expected results Specific Objectives Overall Objectives Logical Framework Matrix Intervention logic Indicators Baseline OO- Title of Overall Objective OO Indicator 1- SO1- Title of Specific Objective 1 SO2- Title of Specific Objective 2 ER1.1. Title of Expected Result 1.1. ER1.2. Title of Expected Result 1.2. OO Indicator 2- OO Indicator 3- SO1. Indicator 1- SO1. Indicator 2- SO2. Indicator 1- ER1.1. Indicator 1. ER1.1. Indicator 2- ER1.2. Indicator 1- Current value (incl. reference year) (incl. reference year) Next to each Indicator, Next to each the baseline value Indicator, the should be written current value should be written Next to each Indicator, the baseline value should be written Next to each Indicator, the baseline value should be written Next to each Indicator, the current value should be written Next to each Indicator, the current value should be written Targets (incl. reference year) Next to each Indicator, the Target should be written Next to each Indicator, the Target should be written Next to each Indicator, the Target should be written Sources and means of verification (SoV) Next to each Indicator, the SoV should be written Next to each Indicator, the SoV should be written Next to each Indicator, the SoV should be written Assumptions ER2.1. Title of Expected Result 2.1. ER2.1. Indicator 1- ER2.2. Title of Expected Result 2.2. A Title of activity 1 (R 1.1) A Title of activity 2 (R1.1) A Title of activity 1 (R1.2) A Title of activity 2 (R1.2) A Title of activity 1 (R2.1) Page 17

18 Example: Logical Framework Matrix Over all objectives Pre-defined Intervention logic Enhanced solid waste management in the selected intervention area Objectively verifiable indicators 1) 70% of the interviewees in the selected intervention area are satisfied with the improved solid waste management services Baseline Current Value Target 70% Sources and means of verification 1) Representative sample at the beginning and end of project (Baseline Study and final survey). Assumption s/risks This indicator will be measured by PDP. GBs have to show in their full application how sustainability will be achieved 2) Small and medium scale measures (infrastructures and services), are being used by the inhabitants also one year after implementation. 3) 30% of informal areas residents in the selected area confirm that their knowledge about environmental challenges has improved. # of planned small and medium measures 30% 2) Monitoring project documents and ex-post evaluations 6 to 12 months after implementation of project 3) Assessment at beginning and end of project on environmental knowledge (Baseline and end of project surveys) Specific objectives Expected results Activities Complete as written in your CN Complete as written in your CN Complete as written in your CN It is recommended to fine tune these levels in order to make your project proposal clear and consistent Page 18

19 The Overall Objective The Overall Objective is predefined (see Lot 1 7) Overall objective is commonly formulated as an intended change (of course improvement!): e.g. Improved local health care services in [target area XY] At the end of your project you have to measure and prove to what extent your action contributed to the overall objective. Page 19

20 The specific objectives The specific objectives are the development outcomes expected at the end of your project. It is the very concrete objective of your project. The specific objectives have to address the core problem(s) and clearly point out the benefits for the target group(s) and/or final beneficiaries. For complex projects there can be more than one specific objective. Remember a good specific objective states at least: What you want to achieve (your ends) Who the target group(s) and/or final beneficiaries are The Specific Objective should not include language such as to contribute to improve the living conditions by offering better education services but should be phrased as precise as possible: e.g. Improved access of children and youth to primary and secondary schools Keep the number of Specific Objectives to a maximum 3, so as to simplify general comprehension of the project. Page 20

21 Attention!! On specific objective level, please prevent the following: The project s specific objective(s) is/are unclear, as it is difficult for the evaluator to assess its contribution to the achievement of the overall objective and hence the 3 rd Call for Proposals; The lack of coherence between the project s specific objective(s) and the identified needs and problems; The project s specific objective(s) is unrealistic and not achievable during the lifetime of the project; The project s specific objective(s) are formulated as activities, a very common mistake in the formulation of specific objective(s). Page 21

22 Expected Results (the outputs) The Expected Results (outputs) describe what needs to be achieved for the objectives to be met: i.e. services/goods/deliverables guaranteed by the project to a specific group(s) Leave out any descriptions on how you will achieve the result, e.g. statements starting with through or by". This will be described in the activities. Keep the number of Expected Results to a minimum (2 to 3) under each specific objective so as to simplify general comprehension of the project. Expected Results should be expressed in terms of a tangible result Delivered, produced, conducted, etc. Page 22

23 Activities Activities describe tangible things: the tasks (work programme) that need to be carried out to deliver the planned results. Each activity must be clearly linked to a single result. The use of codes may simplify the general logic structure (e.g. result ER.1. and activity A.1.1.). Activities should be expressed in the present tense starting with infinite verbs, such as Prepare, design, construct, research, etc. Define for all expected results clear activities, each with unambiguous goal, target groups, concrete deliverables, duration and completion date, resources, responsibilities, etc. Subdivide activities further until each activity is small enough to be understood easily. Page 23

24 Impact Logic: Example Overall objectives Increased/improved mobility and traffic safety, including safety of pedestrians and other road users in El Warraq 70% of the interviewees in El Warraq are satisfied with the improved mobility services. Specific objectives Expected results Improved capacity in traffic management amongst El Warraq district s staff Trained staff of El Warrq district on traffic management. El Warraq district implemented 1 new traffic management plan (S.o.V: traffic management plan, traffic reports) 10 engineers in El Warraq district attended the training on traffic management solutions (S.o.V: particpants list, training agenda, etc.) Activities Conduct trainings for staff of El Warraq district on traffic management. Means and costs Page 24

25 Impact Logic: Example Overall objectives Specific objectives Increased/improved mobility and traffic safety, including safety of pedestrians and other road users in El Warraq Increased awareness on safe driving amongst El Warraq microbus drivers 70% of the interviewees in El Warraq are satisfied with the improved mobility services. 80% of microbus drivers who participated in the awareness sessions succeeded in the safe driving test (S.o.V: test, practical exercise) Expected results Safe driving awareness campaign implemented in El Warraq. 10 awareness sessions for microbus drivers on safe driving have been implemented (S.o.V: particpants list, training agenda, etc.) Activities Implement awareness campaign on safe driving Means and costs Page 25

26 Impact Logic: Example Overall objectives Increased/improved mobility and traffic safety, including safety of pedestrians and other road users in El Warraq 70% of the interviewees in El Warraq are satisfied with the improved mobility services. Specific objectives Expected results Improved roads accessibility and safety for both vehicles and pedestrians in El warraq. El Warraq internal streets are paved Traffic flow in 50 internal streets in El Warraq increased by 60% (S.o.V: traffic survey, pre and postimplementation photos) 50 internal streets in El Warraq are paved with interlock tiles (S.o.V: maps, technical reports and progress photos etc.) Activities Pave El Warraq internal streets. Means and costs Page 26

27 Indicators Indicators are used to measure results, steer projects and monitor project progress. They provide evidence-based information on the baseline situation, the current situation and the target situation, they act as a means of comparison. As instruments for conveying databased information, they are used for reporting, complying with accountability requirements, learning and communication. Defining indicators is not just a methodological and technical process. Political, cultural and social frameworks and needs must also be taken into account. The SMART criteria are considered the key quality criteria for indicators in the field of international development cooperation. Page 27

28 SMART Criteria S M A R T Specific: An indicator is specific when it is precisely worded and measurable; Specific indicators should not be multi-dimensional, nor be located at different results levels.otherwise, the situation to which the measurable change applies would be unclear. Measurable: Vague descriptions like has improved or has increased are only helpful if indicators contain baseline and target values. In this regard, relative changes should be stated using the same reference value, either number or percentage; i.e. has improved by xy% Baseline value: xy% and target value: xy% Achievable: Changes can be attained through the planned projects activities; target value of indicator is realistic and reasonable in relation to time and resources of the project. Relevant: The indicator measures the key dimensions of the objective/the expected result. It should also be located at the correct results level. It should not represent an activity; nor should it refer to situations outside the project s sphere of responsibility. Time bound: The time it takes to reach the target indicator value should be stated. The time frame should itself be linked to political and social realities, to physical development aspects and of course the time frame of the action. Page 28

29 Indicators Indicators are formulated in response to the question: Were planned objectives and expected results achieved? How do we verify success? Objectively Verifiable Indicators (OVI) describe the project s objectives in operationally measurable terms (quantity, quality, time). The baseline value and the target value (and date) must be clearly identified for each indicator for measurability. The indicators must assure the gender equality whenever possible. A mix of qualitative and quantitative indicators makes a valuable logical framework and project. Example of a quantitative indicator: 80% of women complete the course (Number of women who completed the course) Example of a qualitative indicator: level of knowledge of women participants has increased by 80% (Level of knowledge gained) Page 29

30 Questions for Checking Is the indicator specifically and precisely worded? Does the indicator have a baseline and a target value? Is the effort involved in measuring the value reasonable in relation to the relevance of the indicator and the overall budget of the project? Is the indicator realistic? and was the target value that is to be achieved estimated in an objective manner? Is the indicator relevant for measuring the main dimensions of the result? Is the indicator located at the correct results level? Page 30

31 Sources of verification Sources of Verification, are also identified. They tell from where and by which means (how) you get the necessary data and information. Keep the number of Indicators low and include only sources of verification you have access to. Combine several sources of verification that describe different perspectives of a change. Page 31

32 Sources of verification Surveys Questionnaires Interviews (Open/semi-/structured interviews) Key informant interviews Focus group discussions Need assessment studies Case studies Success stories Memorandum of understanding (MoU) Minutes of Meetings Cooperation Agreements Reports Documents Plans Participants lists Training/Event Agendas Tests/Results Field visits (reports) Before & after photo documentation Videos Press clippings Observations Mapping Satellite images Receipts/contracts Bill of Quantities Page 32

33 Most important sources of verification 1. Pre Assessment: Baseline data In order to observe changes (on the level of the specific and overall objective) resulting from project activities and results, it is necessary to collect baseline data at the beginning of the project. Baseline data functions as a bench-mark against which the project objectives and indicators can be judged at the end of the project. 2. Post Assessment Survey After the conclusion of each project, a survey has to be conducted asking the target groups and final beneficiaries questions in order to assess whether the provided results have an impact on their situation/qualification. Page 33

34 Assumptions/Risks Assumptions are conditions that should prevail so that the project objectives can be achieved Assumptions are external factors that have the potential to influence the success of a project and its long-term sustainability, but lie outside the direct control of project managers. Look at each objective and expected result in the log frame and brainstorm on assumptions that have to be made in order to reach the respective or higher aggregated objectives Page 34

35 Assumptions/Risks Risks are Factors outside the project control that might impede the achievement of defined objectives and expected results. Identify the risks by looking at the various analyses that have been carried out (stakeholder, economic, environmental, social, problem tree analysis) Page 35

36 Assumptions/Risks A useful series of questions to ask is: If we do these activities, what might impede the achievement of expected results? If we are successful in achieving these expected results, what can stop us from achieving specific objectives? Page 36

37 Questions for Checking Does the logical framework give you a clear and precise understanding of the project? Have you included all the key project components? Is the level of detail sufficient? Are the relations clearly outlined? Have you clearly outlined the casual effects? Are your indicators SMART? Have you properly described all the assumptions and risks? Page 37

38 Recommendations Logical Framework Matrix CFP2 Objectives & Indicators - Overall Objective - Specific Objectives - Expected Results - Activities - Indicators & Sources of verification - Assumptions & Risks Practical Exercise Impact & Monitoring Page 38

39 Recommendations The logical framework facilitates a participatory approach in project design, helping key actors to communicate concepts, strategies and priorities. Logical framework preparation should involve several people in your team covering different functions. The logical framework approach (LFA) requires a team process with sensitive leadership and facilitation skills. Use large sheets or a board while discussing and developing the logical framework. All staff (including partner staff) involved in implementing a project should know and own the logical framework. Page 39